Procurement Is Power: Why This Function Should Stop Playing Small
It’s not just a service. It’s a strategic weapon - if we let it be.
There’s a line that’s been repeated in boardrooms and budget meetings for far too long: “Procurement supports the business.” Grzegorz Filipowski’s now-viral post flipped that phrase on its head - and rightly so.
“Procurement is not a support function. It’s a power function,” he wrote. That one sentence has sparked a wave of responses, ranging from enthusiastic agreement to thoughtful pushback. But the heart of the debate reveals a deep truth: procurement is in the middle of an identity crisis.
And that crisis has consequences.
From inbox managers to strategic architects
Let’s start with the obvious: the outdated stereotype of procurement as a back-office, PO-processing function is not just inaccurate—it’s dangerous. When procurement isn’t empowered, things break. Margins erode. Risks spiral. Product launches stall.
As Hanif Ajari bluntly put it, “If procurement doesn't work — the business doesn't move.”
Procurement isn’t just about buying at the lowest cost. It’s about buying smarter. It’s about owning the risk. And above all, it’s about enabling continuity and growth. Or, in the words of Eman Abouzeid, “Procurement doesn’t just enable value—it creates, protects, and multiplies it.”
The real seat at the table is earned
Grzegorz’s philosophy centers on ownership: “I own targets, not excuses. I sit at the table—and earn the right to stay.” That’s not just posturing. That’s a roadmap. Procurement needs to stop waiting for permission to lead.
As Mathew Schulz joked in the comments: “You know it’s coming... Procurement IS business.”
But what makes that true in practice? A few patterns emerge from the community’s responses:
Strategic procurement drives margin. As Ben Halperin said, “The best teams don’t just process POs—they drive clarity, margin, and momentum.”
It reduces risk before it becomes newsworthy. “When we own risk and influence operational continuity,” Eman added, “we’re not just supporting the business—we are the business.”
It enables faster, smarter decision-making. Teams that understand the full picture—cost, compliance, supply continuity—are in the best position to guide the business forward.
So why are we still talking about “support”?
Still some resistance: the limits of the “power” narrative
Of course, not everyone agreed with the absolutist tone of the post.
Ong’aro Victor made a strong counterpoint: “Procurement is a strategic business enabler, not merely an operational support arm. But denying the service element misses the collaborative nature of effective procurement.”
Fair. Procurement cannot operate in a silo of power. It must work alongside sales, finance, ops, and marketing. Romain Garcia reminded us of this reality: “Honestly, it’s not ‘the business’ alone—sales and ops are just as key. No clients, no deals, no need for procurement!”
Victor also noted that governance and approvals are not necessarily dysfunction—they can be signs of maturity. In the public sector especially, oversight isn’t just red tape—it’s legal compliance. That’s a vital nuance.
Still, Grzegorz responded firmly: “Approvals and governance? Needed. But not to turn into a waiting room with no exit.”
This is the heart of the divide: should procurement be cautious, or bold? Should it lead, or enable? And can it do both without contradicting itself?
Between “driving” and “supporting”: procurement’s balancing act
Maybe procurement’s true superpower lies in its ability to do both.
As Joy Jones wrote, “Driving procurement excellence does not mean we stand alone... Leaders already know our worth.” She reminded us that procurement has come a long way—from a two-person desk in the ‘80s to global, strategic teams today.
Others, like Stéphane Lacoste, called for a mindset shift: “We’re not here to wait for instructions. We’re here to make things happen—with clarity, ownership, and the courage to say no when it counts.”
Even some comments from supply chain experts expanded the frame. Gonzalo Mongil Izquierdo wrote, “The profit needs to be made within the supply chain—and that comes only with support to these ‘non-productive functions.’” Procurement, logistics, operations—they all work together. And none of them are secondary.
The goal, then, is not for procurement to dominate, but to stop apologizing. To lead without having to ask for the right.
What does leadership really look like in procurement?
Let’s break it down. The new procurement leader:
Speaks in outcomes, not excuses.
Manages risk, not just suppliers.
Pushes clarity and transparency into every decision.
Is fluent in finance, operations, and strategy.
Doesn’t “wait for approvals”—they set the tone and escalate smartly.
And above all, they act like the business depends on them—because it does.
As Carla Bourque said, “There is so much opportunity for innovative strategies and change management leadership. The future is in their hands!”
It’s not about ego. It’s about accountability.
If you’re still stuck in policy mode, you’re losing ground
The most cutting critique of the old-school procurement model came from Aiman Nadeem: “The teams that treat procurement as tactical miss the bigger picture. It’s the lever behind pricing power, resilience, and speed to market.”
Exactly.
In an era defined by supply shocks, rising costs, regulatory complexity, and demand volatility, procurement is no longer optional. It’s mission-critical.
So why are some companies still using it as a clerical function?
Ben Halperin’s comment said it best: “If you're not leading, you're lagging.”
Final thought: less mailbox, more megaphone
Here’s the question every procurement leader should ask:
Does your team have a seat at the table—or just a shared inbox?
Because in today’s business environment, waiting quietly isn’t strategic. It's risky. It's costly. And it’s a missed opportunity.
Procurement has the intelligence, the influence, and the insight to drive real impact. But only if we stop asking for permission to lead—and start acting like we already do.
Let’s stop playing small.
What do you think? Should procurement lead more visibly—or do we risk overstepping? Share your thoughts in the comments. Let’s hear from the frontline.
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